Ashwell Mercer Interiors - QBR
Documentfinal Ashwell Mercer Interiors · QBR deck · final · 1 Jan 2025
A final Growth-tier quarterly business review by Marcus Bell dated 1 Jan 2025. It reports low adoption: 40 licensed users, fewer than five active, and sets out an adoption plan ahead of the term end on 22 Aug 2025. It states no service levels.
What it says
What this says
As at Fri 9 Oct 2026A final Growth-tier quarterly business review by Marcus Bell dated 1 Jan 2025. It reports low adoption: 40 licensed users, fewer than five active, and sets out an adoption plan ahead of the term end on 22 Aug 2025. It states no service levels.
What it is: a customer-facing QBR from the Customer Success Manager, Marcus Bell, covering the first stretch of the first term. It says "Tier: Growth, with the contracted annual recurring revenue of £40k" and "Licensed users: 40".
What it finds: average active users are "Fewer than five" and "Broadly flat" on the previous quarter, with no tickets. Marcus reads the silence as people not getting far enough to ask for help.
Commits: BG-Demo actions only, such as team sessions within the next fortnight and confirming the overdue invoice this week. It does not bind either party contractually.
Not settled: the deck is dated 1 Jan 2025, so usage and the overdue invoice are stale against today. It does not say whether the renewal happened, and the £40k is the deck's figure, not an order form.
As found in this document
As at Fri 9 Oct 2026- Date end22 Aug 2025Source: the AI read of this record
- Date renewal22 Aug 2025Source: the AI read of this record
- Price£39,600Source: the AI read of this record
- Licensed usersLicensed users: 40.Source: the AI read of this record
- Current termCurrent term runs to 22 Aug 2025.Source: the AI read of this record
Body
Ashwell Mercer Interiors - QBR
Quarterly business review, Growth tier Prepared by Marcus Bell, Customer Success Manager, BG-Demo Date: 1 Jan 2025 Status: Final
Where we are
- Customer since 23 Aug 2024, so this review covers the first stretch of the first term.
- Tier: Growth, with the contracted annual recurring revenue of £40k.
- Licensed users: 40.
- Current term runs to 22 Aug 2025.
- Account owner: Priya Raman. Customer Success Manager: Marcus Bell.
What we set out to do: give your project, commercial and credit-control teams one place to see each client's projects, variations, calls and invoices together, so nobody has to reconcile them by hand.
Usage: the honest picture
I've pulled the numbers, and they are not where either of us wants them.
| Measure | Where it stands |
|---|---|
| Licensed users | 40 |
| Average active users over the last month | Fewer than five |
| Change in active users against the previous quarter | Broadly flat |
| Support tickets in the last month | None |
| High-priority tickets in the last month | None |
What this tells us:
Read the whole document (4,288 characters)
- The brain is being used by a small group, and that group has not grown since the previous quarter.
- Only a small share of the licence is in regular use. That is headroom, but it also means most of the three teams we scoped have not made it part of their week.
- No tickets could mean everything is fine. With usage this low, I think it more likely means people have not got far enough to hit problems or ask for help.
Value: what the small group gets
- The people using it can see a client's projects, variations, calls and invoices in one place, which is the reason you bought Growth.
- I don't yet have a clear example from your side to put in front of your leadership, and that is a gap I want to close with you.
- The questions asked in the brain are the best single measure of value. Before the next review I want us to agree which questions matter most to each team, and check they are being asked.
Issues and observations
- Adoption. The main issue. Forty licences, and regular use by only a handful of people.
- Teams. From what I can see, the commercial and credit-control teams are the least present. I would like to check that with you rather than assume.
- Invoice. One invoice shows as overdue on our side. That is a matter for our finance team to confirm with yours, and I would rather not read anything into it about how you feel about the product.
- Service. Nothing has been raised on service levels or data freshness, and nothing in the tickets points to a source problem.
Plan: what I suggest we do
| Action | Owner | When |
|---|---|---|
| Short working session with each of the three teams to show the questions that matter to them | Marcus Bell, with a named contact at Ashwell Mercer | Within the next fortnight |
| Agree two or three example questions per team and a simple way to see whether they are being asked | Marcus Bell | Straight after the sessions |
| Check which users have been given access but have never logged in, and tidy the list | Marcus Bell | Within the next fortnight |
| Confirm the overdue invoice with your finance team | BG-Demo finance, with your finance contact | This week |
| Review progress together at the next check-in | Marcus Bell | Next quarter |
Looking ahead to renewal
- The current term ends on 22 Aug 2025. I would like us to go into the renewal conversation with a clear, shared view of what the brain is worth to you.
- Priya Raman remains your contact for anything commercial. I will bring her in once we have a usage picture worth discussing.
- If usage picks up across the teams, there is room to grow inside Growth before anyone needs to think about changing tier. If it does not, we should talk openly about what is getting in the way.
What I need from you
- A named person in each of the project, commercial and credit-control teams who will work through the sessions with me.
- Your view on whether the three teams are the right ones, or whether the focus has moved.
- Anything that has put people off, however small. A rough first impression is as useful to me as a formal complaint.
Happy to jump on a call whenever suits. Shall we book half an hour?
Thanks, Marcus